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“There are different spiritual gifts, but the same Spirit gives them. There are different ways of serving, and yet the same Lord is served. There are different types of work to do, but the same God produces every gift in every person.” 1 Corinthians 12:4–6 (GW)Pastor, you may begin this Monday wondering whether you have what it takes for what your church needs. Another leader seems more gifted. A ministry challenge has exposed your limits. The week ahead may require abilities you’re not sure you possess.But God never calls you to an assignment without giving you what you need to do it. When you put your faith in Christ, God gives you four major gifts.Forgiveness. You won’t lead perfectly. You’ll make mistakes, miss opportunities, and sometimes say the wrong thing. But your calling does not rest on a spotless record. Romans 5:15 calls grace and forgiveness God’s gift through Jesus Christ. You are forgiven. There is no condemnation.Eternal life. In ministry, every decision, attendance number, and unfinished task can feel urgent. But God has long-range plans for you. “The gift of God is eternal life in Christ Jesus our Lord” (Romans 6:23 NIV). You don’t earn your future with God through ministry success. Eternal life is a gift you receive by faith.The Holy Spirit. You aren’t expected to lead on your own strength. “God’s love has been poured out into our hearts through the Holy Spirit, who has been given to us” (Romans 5:5 NIV). The Spirit produces the love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, and self-control you need as you serve.Special abilities. The Bible calls them spiritual gifts. They are the abilities God gives you to do the work he has assigned to you. Your gifts may not look like another pastor’s gifts, but they come from the same Spirit and serve the same Lord.God has a purpose for your life, Pastor, and your spiritual gifts are the tools he gives you to do what he asks. You don’t need to imitate someone else’s calling or lead with someone else’s gifts.This week, thank God for what he has already given you. Then use it faithfully. God will never ask you to do something he doesn’t give you the ability to do.

Pastor, your people need to know where your church is going. They also need to know where it has been.After a few years, a vision can become just a slogan printed on a wall. New people hear it, but they may never learn about the faith, sacrifice, setbacks, and answered prayers behind it. Keep telling them what God has done in your church.The Living Bible paraphrase says, “God . . . by his mighty power at work within us is able to do far more than we would ever dare to ask or even dream of—infinitely beyond our highest prayers, desires, thoughts, or hopes” (Ephesians 3:20).When you look back and realize God did more than you imagined, don’t keep that history to yourself. Tell it. Your church’s story can build faith for whatever God asks you to do next.Tell people how the vision beganOn March 30, 1980, I preached our first Saddleback message to about 60 people at a trial-run service. Most of us had never met before.I described a dream of a place where hurting, hopeless, discouraged, and confused people could find love, acceptance, help, hope, forgiveness, guidance, and encouragement. I talked about sharing the Good News with our community, helping thousands of people grow toward spiritual maturity, sending missionaries around the world, planting churches, and eventually building a church campus.It sounded crazy. We didn’t have the people, money, land, or track record to make any of it happen. Some people probably thought, “Fat chance!”But our small beginning didn’t limit God’s plan. Great things often come from small beginnings when God is in them.Your church may have started around a kitchen table, in a rented school, or through the prayers of a handful of people who saw a need in their community. Those beginnings matter. They remind your congregation that somebody believed God and took a step of faith.Show people what God has already doneSeven years after that first service, Saddleback still had no permanent home. For three years, we had searched for land and examined nearly 30 properties.At one point, we spent more than a year working toward the purchase of 72 acres. We invested money in permits and zoning, only to have the owners sell the property to a developer. That hurt.Then another opportunity appeared: 306 acres with room for the ministry we had imagined years earlier. We gathered on that property, and I asked the church three questions:Why are we here?Where have we been?Where are we going?One of our campaign leaders reminded the congregation that the plans in front of us reflected much of the vision I had described at our first service. What had once sounded unrealistic was beginning to take shape.That gathering connected God’s past faithfulness with our next step of faith.Don’t leave the setbacks outDon’t clean up your church’s story until it no longer resembles what happened. Tell people about the doors that closed, the plans that failed, and the seasons when you didn’t know what God was doing.Romans 8:28 assures us that God works in all things for the good of those who love him. That doesn’t mean every event feels good. Losing the first property certainly didn’t. But the disappointment became part of a larger story of God’s provision.If you leave out the failures, people may think faith means every plan works. It doesn’t. Faith keeps obeying when the plan falls apart.Someone in your church may need to hear the part of the story that didn’t go according to plan.Bring new people into the storyWhen people join your church, don’t hand them only a doctrinal statement, a list of programs, and an organizational chart. Give them the stories too.God has given your congregation a unique history. People need to hear how he answered prayer, provided resources, changed lives, opened doors, and carried the church through hard seasons. They need to know why your church values what it values.You didn’t do those things. God did. He worked through ordinary people for his purposes, and those stories deserve to be passed on.That’s why we taught pastors to include the legends and stories of their churches in membership classes. You can also tell them in worship services, leadership gatherings, anniversaries, and conversations with new volunteers. Stories help people see that they are joining something God has been doing for years.Use the past to lead your church forwardThe point of remembering is not to live in the past. It is to trust God with the future.This week, think again about those three questions: Why are we here? Where have we been? Where are we going? Choose one story from your church’s history that helps answer them, and tell it to your people.Remind them what God has already done. Then show them the next step of faith in front of them.Your people don’t need a perfect history. They need an honest reminder that the God who led your church then is still leading now.

Look two years down the road at your church. Somebody who fills a role that matters right now won't be filling it then. That leader will move, wear out, step back for a season, or God will send them somewhere else.Say it's the woman who’s taught the same third-grade Sunday school class for six years, the one you never worry about because you've never had to. Then her husband’s job moves them in the spring, and she tells you on a Sunday morning between services.At that point you'll do one of two things. You'll scramble, begging somebody else to take the class, or even teaching it yourself. Or you'll turn to a person who has been quietly getting ready for the last year and a half, and hand it to them.Which of those happens has mostly already been decided. It gets decided in ordinary weeks like this one.Somebody trusted me before I earned itI was still a teenager when Dr. W.C. Bryant hired me to lead the youth ministry at First Baptist Church of Norwalk. I had no track record. There was nothing on my résumé that could tell him I'd be able to do the job, because I hadn't done anything yet.Here's what he said to me: "I wouldn't have invited you to be a part of this staff if I didn't trust you. The very fact that I trust you means you are free to do whatever it takes to get the job done. I will back you 100 percent."I would have charged hell with a squirt gun for that man.That year we baptized more than 100 students. It wasn't because I was gifted. It was because we tried things that had never been done before, and I knew that if they flopped, he wasn't going to drop me.Notice what he did. He didn't give me the youth ministry because I had proved I could handle it. He gave it to me so I could find out. The proof of trust isn't what you say about somebody in a staff meeting; it's what you're willing to put in their hands.Paul trusted Timothy the same way. He sent that young man to represent him to the church at Philippi, confident that Timothy would care for those people and bring word back to him: "I hope in the Lord Jesus to send Timothy to you soon, that I also may be cheered when I receive news about you. I have no one else like him, who will show genuine concern for your welfare" (Philippians 2:19-20 NIV). If you don't trust someone, you don't have confidence in them. And without confidence, nothing of real value ever gets done.Mistrust will keep your church right where it isMistrust creates stagnation. If you wait for proof before you trust somebody with real responsibility, you'll wait forever; the only place that proof can come from is the responsibility you're withholding.So the same four people carry everything. Your most reliable volunteers get more tired, the willing ones out on the edges never get asked, and the bench stays empty. Then a chair opens up and there's nobody standing behind it, not because your church is short on people but because nobody was ever handed anything they could fail at.Aim for one good mistake a weekIn my years at Saddleback I told our staff I wanted everybody making at least one good mistake a week. As long as it wasn't the same mistake twice.That sounds careless until you think about the alternative. When nobody in a ministry is making mistakes, it usually means nobody is attempting anything. If there are no mistakes, there's no creativity, and people will only be as creative as you allow them to be.Everybody makes mistakes, and Scripture is clear about it: "For though the righteous fall seven times, they rise again" (Proverbs 24:16 NIV). Even a righteous man falls, and he falls more than once. What marks him is that he gets back up. Every volunteer and staff member in your church will need to do the same thing.Somebody once asked Thomas Edison about the 200 chemicals he had tried that didn't work: Wasn't all of that a failure? "No," he said. "I've had an education." Don't call it a failure. Call it an education.We did more things at Saddleback that didn't work than things that did. I would rather attempt something and fail than attempt nothing and succeed.So when the new teacher you handed that class to tries something and it lands flat, you have a decision to make that morning. You can treat it as evidence you moved too soon, or you can treat it as tuition on a leader your church is going to need. Leave her free to keep trying, and she may end up teaching that class better than you would have taught it.Start with one name this monthDon't wait for a vacancy to make you develop somebody. Pick one person this month, maybe the man who sets up chairs or the woman who always fills in at the nursery in a pinch. Then hand them something new, a class or a team, for example. Something with their name on it that they could genuinely do badly.Then tell them what Dr. Bryant told me: “I trust you. You're free to do whatever it takes, and I'll back you.” Say that last part out loud, because they will not assume it.The bench you'll wish you had in two years is the one you start building this week.

You likely have a big launch coming some Sunday this fall. A kickoff weekend, small groups restarting, one hard push to gather people back after a scattered summer. Let me tell you what that day can do for you, and what it can't.The room will be full on that launch morning. But then October will come, the crowd will settle back down, and you’ll start wondering whether any of it mattered. It did, but not for the reason you were hoping. Big days create momentum; they don't keep it. So the real question isn't: How big can your launch be? The real question is this: What catches the crowd once it gathers? Momentum is far easier to keep than to create.Jesus said, "I tell you the truth, unless a kernel of wheat is planted in the soil and dies, it remains alone. But its death will produce many new kernels—a plentiful harvest of new lives" (John 12:24 NLT). The harvest is real, but something has to be buried first. In a church, it's rarely a program. It's usually somebody's tradition, or somebody's sense of control.A big day creates the crowdBig days work by pyramiding. You're down at one level, and then you go high on a big day. When it's over, you come back down, but not as far down as you were before. Then you plan another big day, and when it’s over, your numbers are a little higher again.Before our first public service at Saddleback, we were running about 20 people in a home Bible study. We did a big mailout for Easter, and 205 people showed up. Then we averaged 120 for the rest of that month. So, during that Easter month of April 1980, we ended up picking up 100 people.After that, we tried to make Easter the mental picture of what we wanted to be averaging a year later. That's the real work a big day does. It hands your people a photograph of what you're asking them to believe in.New units catch itBut a photograph doesn't hold anyone. A crowd with nowhere to go on the second Sunday is just a good memory by the third. So you have to create new units so there's somewhere for new people to go. That might look like new classes, new small groups, or new services.The loudest objection to starting a second service is usually the exact reason you need one. When people say, "If we go to two services, I won't know everybody anymore," they've just told you what the real ceiling is. A church of 80 or 90 people probably has eight small groups of about 10 people each. Once a small group gets past 10, it stops working, because somebody quietly stops talking.This is why new groups have to keep coming. Consistent growth is the result of a consistent process, not of an unrelated schedule of big events. Churches that pull off the big event and open nothing new afterward watch the church sit at the same size and wonder why they even bothered. Growth happens month by month by month.So before you print anything for your fall launch, count the new places a person could land afterward. If the answer is none, you're about to spend six weeks of energy filling a room you can't hold.Control is what drops itIf the answer is more than none, brace yourself. Those new places will fill, and the first complaint you hear won't be about the crowd.Right when growth starts working, you'll hear something that sounds like a shepherding failure. "Pastor just isn't around anymore. There are so many people here now, I don't feel like anybody cares about me."I call this the care/control conflict. People often complain about not being cared for when the real issue is that they're losing control. What's often underneath it is this: “I used to be a big fish in a little pond, and now the pond got bigger and I didn't get bigger.”The average person knows 62 people, whether the church has 70, 700, or 7,000, so nobody needs to know everyone to feel like it's their church. Care is legitimate, and you meet it by multiplying small groups. Control is a need you cannot meet in a growing church.The worst thing you can do is turn all the decision-making back into a bureaucracy to soothe it. That feels responsive. It's how a church chooses its old size on purpose.So if you can't hold a crowd by caring harder, and you can't hold it by handing the church back to a committee, how can you hold it?People are what hold itPeople are what hold a crowd. I learned this the expensive way. In our first year, I worked 18 hours a day with no staff, and on the last Sunday of that year I stood up to preach and fainted in front of everybody. I was in my mid-20s and completely emotionally and physically out of gas.In January of 1981, I took a month off and went out to the desert. At the end of it, God said to me, "Rick, you focus on building people and I'll build the church. It's my church." What we later called “purpose driven” was never a church-growth strategy. It's a people-development strategy, and growth is the byproduct.So plan the big day, pastor. Fill the room and let your people see what a crowd looks like. Then go build the small groups and classes that will still be there in October, and loosen your grip enough that God has room to work. That's what catches a crowd.You already know how to create momentum. It costs six weeks and a mailing list. Keeping it costs a few new classes and a looser hold on the church. The crowd is God’s to keep. The people you build are your job.